I lead product teams through hard problems and build tools to help
What I’m up to right now:
Wrapping up at Molson Coors
Led AI strategy from board approval to production, ran an eight-product enterprise innovation portfolio, and cut median time-to-value from 13 months to three.
Building the Job Office
A modular AI system for running a smarter job search, with agents that analyze roles, research companies, track applications, and write a cover letter and resume in your voice.
Finding what’s next
Looking for a Director of Product role at a growing company, leading a team while staying close to the work. If that sounds like your culture, I'd love to talk.
The longer version
I've spent fourteen years in the messy intersection of strategy and execution. I'm a designer by trade and a technologist at heart. My favorite roles are ones that balance complex business priorities, technical tradeoffs, and the simple truth that none of it matters if people don't actually use it.
Discovery before direction
I scale research to what the problem demands. Sometimes that's a quick competitive scan, sometimes it's a statistically significant usability study across thousands of participants. The scope changes, but the research doesn't.
Technical enough to be useful
I started as a software engineer before moving into design and product. I haven’t been employed as a dev in over a decade, but I can still sit with the devs, analyze constraints, and help make business/risk tradeoff decisions.
AI as capability, not credibility
I've led strategy and shipped AI products from the board level down to the individual machine. I know when AI and genAI are useful, and when they just add friction. When the right tool doesn't exist, I build it.
Solid foundations over shiny features
My proudest work isn't what shipped. It's the discovery programs, playbooks, and ways of working that teams kept running long after I moved on. I want to leave teams better than I found them.